本文選題：大部制　切入點(diǎn)：機(jī)構(gòu)設(shè)置　出處：《廣州大學(xué)》2017年碩士論文

【摘要】：目前,大量研究表明我國(guó)公辦高校內(nèi)部管理機(jī)構(gòu)設(shè)置與運(yùn)行方面存在諸多問(wèn)題,由于民辦高校辦學(xué)職能與公辦學(xué)校的統(tǒng)一性,同樣弊端和問(wèn)題也顯性存在于民辦高校中。高校內(nèi)部管理機(jī)構(gòu)設(shè)置與運(yùn)行方面存在的問(wèn)題已經(jīng)成為制約高校發(fā)展的瓶頸和障礙,亟待解決。首先,本文以H大學(xué)為例,通過(guò)座談、研討和專家咨詢將H大學(xué)機(jī)構(gòu)設(shè)置和運(yùn)行方面存在的問(wèn)題歸納為:機(jī)構(gòu)臃腫、管理層級(jí)多、人員嚴(yán)重超編、機(jī)構(gòu)職責(zé)定位不清、辦事效率低下、服務(wù)意識(shí)與能力差、內(nèi)部協(xié)作能力差等方面。并對(duì)H大學(xué)進(jìn)行組織結(jié)構(gòu)變革的動(dòng)因和可行性進(jìn)行了分析,在此基礎(chǔ)上成立項(xiàng)目管理機(jī)構(gòu)。其次,開(kāi)展問(wèn)卷調(diào)查進(jìn)行實(shí)證研究,并通過(guò)因素分析、描述性統(tǒng)計(jì)、相關(guān)分析、回歸分析、方差分析、匹配樣本t檢驗(yàn),對(duì)問(wèn)卷的效度、研究假設(shè)進(jìn)行了驗(yàn)證。通過(guò)對(duì)各問(wèn)卷提取因素的描述性統(tǒng)計(jì)和對(duì)不同人口學(xué)變量的比較分析與討論,形成了研究結(jié)論。再次,在運(yùn)用組織變革理論的基礎(chǔ)上,從組織變革內(nèi)容的職能結(jié)構(gòu)、層次結(jié)構(gòu)、部門結(jié)構(gòu)、職權(quán)結(jié)構(gòu)等四個(gè)方面,提出H大學(xué)大部制改革方案內(nèi)容設(shè)計(jì)要圍繞機(jī)構(gòu)重組、職責(zé)再造、流程再造、制度再造等四個(gè)方面進(jìn)行。在結(jié)合科學(xué)決策、彈性運(yùn)行、監(jiān)督評(píng)估、綜合服務(wù)等方面的基礎(chǔ)上設(shè)計(jì)了H大學(xué)大部制改革方案。為保證H大學(xué)新的組織機(jī)構(gòu)高效良性運(yùn)轉(zhuǎn),研究建立了改革的保障體系作為方案的配套措施。在H大學(xué)項(xiàng)目推行過(guò)程中,研究將將其分成四個(gè)階段,并對(duì)項(xiàng)目推進(jìn)的和阻力因素進(jìn)行了分析。最后,研究將H大學(xué)項(xiàng)目沒(méi)有實(shí)施的原因分析歸納為:誤解方面的阻力、利益方面的阻力、習(xí)慣性方面的阻力、變革后果不確定性方面的阻力。并提出了相應(yīng)的解決思路:加強(qiáng)中層管理人員參與項(xiàng)目的程度;建立完善的溝通與反饋渠道;加強(qiáng)項(xiàng)目運(yùn)行過(guò)程中的制度和流程的設(shè)計(jì)等。
[Abstract]:At present, a large number of studies show that there are many problems in the internal management mechanism of public university in our country and set up the operation, for the unity of private colleges and public school functions, also the disadvantages and problems also exist in the dominance of private universities. There are internal management organization in university settings and operation problems have become constraining the development of bottlenecks and obstacles that needs to be solved. First, taking H University for example, through seminars, seminars and expert consultation will exist H university institution and operation problems are summarized as: overstaffed organizations, management level, personnel responsibilities seriously overstaffed, positioning mechanism is not clear, low efficiency, service consciousness and ability, internal coordination ability poor. The reason and feasibility and to reform the organizational structure of H university are analyzed, on the basis of the establishment of project management organization. Secondly, to carry out the survey For empirical research, and through factor analysis, descriptive statistics, correlation analysis, regression analysis, variance analysis, paired sample t test, the validity of the questionnaire, the research hypothesis is verified. By extracting descriptive statistics on the questionnaire and the factors of different demographic variables of comparative analysis and discussion, formation of the conclusion of the study. Once again, based on the theory of organization change, from the functional structure, the content of organizational change level structure, department structure, four aspects in terms of structure, put forward the H university department system reform program content design should focus on restructuring, responsibility reengineering, process reengineering, the four aspects of the system reengineering. In combination with the scientific decision-making. Flexible operation, supervision and evaluation, comprehensive services and other aspects of the design of the reform program of the University of H. In order to ensure the H of the University of new organization, benign operation, research has established the reform Security system as a supporting measure scheme. At the University of H project implementation process, the research will be divided into four stages, and the project to promote and resistance factors are analyzed. Finally, the research will cause analysis of H university project was not implemented as follows: misunderstanding of the resistance, the resistance of interest, habit the resistance change consequences of uncertainty resistance. And puts forward the corresponding countermeasures: strengthen the middle management personnel involved in the project; establish and improve the communication and feedback channels; strengthen the project operation process of the system and the process of the design.

【學(xué)位授予單位】：廣州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：G647

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